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HR Consulting and OutsourcingFri, 15 Sep 2017 17:08:19 +0000en-UShourly1DubeConsultinghttps://feedburner.google.comImmigration Changes: Are You Ready?http://feedproxy.google.com/~r/DubeConsulting/~3/aGbq41EZWpE/
https://dubeconsulting.com/immigration-changes/#respondFri, 15 Sep 2017 17:08:19 +0000https://dubeconsulting.com/?p=2375Immigration Changes:Are You Ready? Employers are required to use the new version of the Form I-9 (dated 07/17/17) beginning Sept. 18, 2017. U.S. Citizenship and Immigration Services (USCIS) first published the form I-9 in July. It has an expiration date of Aug. 31, 2019. It applies to new hires only. Employers are not required to […]

Immigration Changes:Are You Ready? Employers are required to use the new version of the Form I-9 (dated 07/17/17) beginning Sept. 18, 2017.

U.S. Citizenship and Immigration Services (USCIS) first published the form I-9 in July. It has an expiration date of Aug. 31, 2019. It applies to new hires only. Employers are not required to complete new forms for current employees. Current storage and retention rules have not changed.

“The new version brings very subtle changes to the form’s instructions and [adds to] the list of acceptable documents,” said Davis Bae, managing partner of the Seattle office of law firm Fisher Phillips. “Besides changing the wording on the form in almost imperceptible ways, the new version renumbers all List C documents except the Social Security card and streamlines the certification process for certain foreign nationals.” (excerpt from #SHRM)

The revisions to the form I-9 are confined to the United States Citizenship and Immigration Services (USCIS) List of Acceptable Documents. The list specifically updates List C to reflect the most current version of the certification or report of birth issued by the U.S. State Department.

Employers completing the Form I-9 on a computer can now select the newly added Consular Report of Birth Abroad Form FS-240. This is issued to certain individuals born overseas to a U.S. citizen. E-Verify users are able to select Form FS-240 when creating a case for an employee who has presented this document for employment eligibility verification. The FS-240 has actually been in use for a long time, and so this change should help some employers that were previously told it was not acceptable.

Birth certificates issued by the State Department (Form FS-545, Form DS-1350 and Form FS-240) are now compiled into selection C#2 in List C.

The new form also modifies the form’s instructions by removing “the end of” from the phrase “the first day of employment” in reference to completing Section 1. Even though the agency did not specify the reason for this change, it was likely made to ensure consistency with the regulations which indicate that Section 1 must be completed ‘at the time of hire,’ without any reference to the time of day. Due to this updated guidance, employers may want to revisit their own I-9 policies and procedures. We can help you with this at #DubeConsulting. Many people assume they have three (3) days to complete this form, but now we advise you complete it on “the first day of employment,” Nancy Dube said.

The last change is a revision of the name of the Department of Justice’s Office of Special Counsel for Immigration-Related Unfair Employment Practices to its new name, the Immigrant and Employee Rights Section.

A new 15-pages of instructions and I-9 form are available https://www.uscis.gov/i-9Employers should update their Employee Handbooks.

Although the changes to the Form I-9 are minimal, failure to use the new form can result in significant fines.

Every change to the Form I-9, no matter how small or seemingly insignificant, can have an impact on an employer’s ability to stay in compliance with the law.

One of the biggest obstacles is just making your organization aware that a new version exists, particularly for those employers who are still completing the I-9 on paper.

]]>https://dubeconsulting.com/immigration-changes/feed/0https://dubeconsulting.com/immigration-changes/Top 5 Tips to Reduce Turnoverhttp://feedproxy.google.com/~r/DubeConsulting/~3/9fMFPKycTfM/
https://dubeconsulting.com/turnover/#commentsWed, 16 Aug 2017 17:00:27 +0000http://www.dubeconsulting.com/?p=528Top 5 Tips to Reduce Turnover – If you lose a key employee what impact will it have on your business? Don’t you agree that Employee’s are your most valuable asset? So what can you do to retain them and mitigate human capital risk? Let’s first define “human capital risk.” It is the uncertainty arising from changes […]

]]>Top 5 Tips to Reduce Turnover – If you lose a key employee what impact will it have on your business? Don’t you agree that Employee’s are your most valuable asset? So what can you do to retain them and mitigate human capital risk?

Let’s first define “human capital risk.” It is the uncertainty arising from changes in a wide range of workforce and people management issues that affect a company’s ability to meet its strategic and operating objectives. In a recent survey Fortune 100 leaders reported that the top 5 HR risks are:

Talent management and succession planning

Ethics and tone at the top

Regulatory compliance

Pay and performance alignment

Employee training and development

Most companies lose talent. Here’s what you can do to prevent it:

Don’t hire out of desperation Do not just hire an employee because you needed someone to fill the position yesterday. That is what temporary employees are for.

Test skills If you want to decrease employee turnover, you should assess skill by testing competencies. This is one of the tools that will help you determine whether you have found the best fit for each position.

Profile behaviors The job description should include more than tasks. You should identify the behaviors of your best employees to ensure you are hiring the right fit.

Pay should be competitive If you’ve gone through the trouble of finding the right person for the job, you want to make sure you can get them to say yes. Benchmarking the jobs and identifying competition for your labor market is an essential prerequisite.

Say Thank You Encourage your employees by saying thank you and telling they are doing a good job. Conduct regular performance reviews. When management communicates with employees they feel more involved and appreciated.

Conduct exit interviews When an employee leaves it is very helpful to know the cause of why the employee chose to leave. Knowing what problems to address, and taking action on them, will eventually reduce turnover.

Start by measuring turnover Benchmark the cost of turnover against industry competitors. Then calculate the cost of replacing and training new employees to show the dollars saved and the cost that could have been avoided by turnover.

Determine where to focus retention efforts You should identify groups of employees whose ability to achieve would significantly impact your organization. What would be the cost of to your organization if you lost critical knowledge through attrition?

Change your recruiting strategies Focus on groups or individuals in key roles. Identify the skill gaps and the behaviors that make them essential to your organization. Conduct a job analysis and write job descriptions that match your best talent.

Conduct a salary survey Identifying similar occupations in your labor market area. Identify what your competition is paying. Ask your employees why they stay? Analyze job satisfaction studies to determine what is motivating them. It may not be money, but you need the answer to retain top talent.

Finally, use a strategic approach to aligning employees with business. Identify the best behaviors for engagement. Weigh the gaps between talent capabilities and business goals. Address your selection/staffing process and the compensation and incentives paid. Don’t let valuable employee age out or jump ship for a dollar. Put strategies into play to reduce turnover for your organization.

]]>https://dubeconsulting.com/turnover/feed/1https://dubeconsulting.com/turnover/Drinking at Workhttp://feedproxy.google.com/~r/DubeConsulting/~3/6goBIn0_AZM/
https://dubeconsulting.com/drinking-at-work/#respondWed, 19 Jul 2017 17:34:27 +0000https://dubeconsulting.com/?p=2300“Drinking at Work” is a Big No, No! Drinking at work is a Big NO, NO, says Nancy Dube of Dube Consulting in MA. A Human Resources Outsourcing Company that can assist your business growth! Did you find someone drinking at work? I received a call from a company, similar to yours, asking me what to […]

“Drinking at Work” is a Big No, No!

Drinking at work is a Big NO, NO, says Nancy Dube of Dube Consulting in MA. A Human Resources Outsourcing Company that can assist your business growth!

Did you find someone drinking at work? I received a call from a company, similar to yours, asking me what to do because their employee was drinking at work? My first response do you have an Employee Handbook, with a written policy on alcohol and/or drugs?

Your decision to terminate is not always cut and dry!

If you comply with ADA(Americans with Disabilities Act) the alcohol may be considered a disease and require some special handling. In my case, the company was very small and is not required to make reasonable accommodations. Usually, when considering this topic we look at the size of the company, ADA and FMLA requirements. Fortunately, my call was from a very small company who did not meet the threshold.

Neither federal nor state law mentions protecting employees who abuse alcohol while at work, or whose alcohol abuse prevents them from performing any part of their job.

If an employee abuses alcohol while on duty or has some necessary license or authorization (driver’s license, management oversight) revoked due to their drinking, than an employer may terminate them without the accommodations required by law.

While controlling law and public policy tends to encourage an environment in which alcoholics are able to seek the help they need without concern over losing their jobs, there is no requirement that an employer tolerates alcoholism while an employee is on duty.

What should we do now, the owner asked? I said, prepare to terminate the employee. Get his final paycheck ready and bring him into your office and sit him down. Tell the employee that he has violated a company policy as written in the Employee Handbook, which he signed. Show him where he signed off on the Employee Handbook. Let the employee know that you have a no-tolerance policy and he is being discharged for this violation of company policy. If the employee has access to your property, tools, credit card, cell phone, laptop be sure to retrieve them. Provide the employee with his final paycheck.

A note to the wise, if the employee is under the influence at the time of discharge, do not let him drive home. Call a cab, Lyft or Uber!

The process sounds simple enough, but if not handled properly the results of treating alcohol abuse can include loss of productivity, damages caused by an alcoholic employee, and any treatment required to help an employee recover from their addiction.

Alcoholism is the single largest and most economically destructive addiction in America as an estimated 17 M Americans struggle with some phase of alcohol addiction at a cost to industry of $186 billion each year, according to a survey by the National Survey on Drug Use and Health. Do you need help? Call us today!

]]>https://dubeconsulting.com/drinking-at-work/feed/0https://dubeconsulting.com/drinking-at-work/Termination: 12 Easy Steps to Followhttp://feedproxy.google.com/~r/DubeConsulting/~3/t253DOkzA94/
https://dubeconsulting.com/termination-12-easy-steps-follow/#respondWed, 21 Jun 2017 15:47:03 +0000https://dubeconsulting.com/?p=2288Termination: 12 Easy Steps to Follow. It is easy to make a mistake that may open you up to costly legal risks. So, you have to terminate an employee… Some employers do this often and know just how to manage the process. Others employers could refer to these steps. Most terminations and voluntary separations are […]

Termination: 12 Easy Steps to Follow. It is easy to make a mistake that may open you up to costly legal risks.

So, you have to terminate an employee…

Some employers do this often and know just how to manage the process. Others employers could refer to these steps. Most terminations and voluntary separations are similar. Involuntary separations happen when the employer terminates the employee’s employment. This process may be a layoff, reduction in force, or a discharge.

The simple days of terminating an employee at-will, are not so simple anymore. It takes some planning to comply with MA and Federal laws and to protect your company from legal consequences.

As an experienced HR Professional, I wish to offer you some guidance on this matter. Here is Termination: 12 easy steps to follow . . .

Review documentation surrounding the reason you wish to terminate the employee. I suggest you list the strengths and weaknesses of this documentation to help influence your decision to terminate.

Be sure to contact your IT Service Provider to hand the account shut down before the termination meeting. Do not give your terminated employee the opportunity to sabotage your business or offer any trade secrets.

Have a paycheck in hand, ready to pay out all outstanding wages plus any earned vacation time on the day of termination. Refer to MGL ch. 149, § 148 or contact the Attorney General’s office for guidance.

For voluntary terminations, you may pay the employee his/her final paycheck on the date of your next payroll run. If you are unable to process a check on the same day, pay the employee through the next day to be sure you can get a check in hand before the final separation.

For exempt, salaried employees, it is typical to pay the full week. However, the Fair Labor Standards Act allows you to pay a proportionate part of his/her week’s wages for the final week of work.

If you offer paid time off instead of vacation time, refer to your policy manual which explains how earned vacation time will be calculated upon termination of employment. If you do not have a well-documented policy, you should be prepared to pay the entire PTO leave to a terminated employee.

You should have a clear policy on any pay advances and them method that will be used to recoup losses from the final paycheck. If you do not have a policy in writing, it is likey to invite non-payment of wage claims.

The employer must furnish any separating employee a DUA Form 590-A which explains to the employee that the are eligible to file for unemployment compensation benefits, within 30 days from the last date of paid work performed. If you fail to present this form to an employee, there claims for unemployment insurance will be backdated to the time of their initial eligibility.

Terminated employees in business with more than 20 employees must offer COBRA which is the continuation of health care, and dental to the covered employees and dependents. Termination of employment is among the qualifying events that allow an employee to continue coverage for up to 18 months.

There are no laws requiring employers to pay severance benefits. An employer may elect to do so through a termination agreement known as a release of claims. Using a release may make sense. Contact your Employment Attorney for guidelines.

While Massachusetts is an at-will state, some company’s chose to use a non-compete agreement or non-disclosure agreement. Remind the terminating employee of this agreement and take action is you become aware of any violations.

Finally, Massachusetts law requires employers to retain separated employee’s personnel records for three years from the date of separation. I-9, Immigration forms must be retained for one-year from the date of separation or three years from the date of hire, whichever is the later.

If you need additional assistance with the termination process, Dube Consulting is here for you! Let us know how we can work together to make this process as painless as possible.

]]>https://dubeconsulting.com/termination-12-easy-steps-follow/feed/0https://dubeconsulting.com/termination-12-easy-steps-follow/Are Your Unpaid Internship Legal?http://feedproxy.google.com/~r/DubeConsulting/~3/x0cNe8B1TwM/
https://dubeconsulting.com/are-your-unpaid-internships-legal/#respondWed, 10 May 2017 15:22:41 +0000https://dubeconsulting.com/?p=2246Hello, Summer! College students are now reaching out for Summer internships. You might want free labor. But… Are your unpaid internships legal? Your interns may be eligible for benefits regardless of their pay status. Each state has different regulations. If you are not up to speed on the laws surrounding internships, we highly encourage you to pay […]

]]>Hello, Summer! College students are now reaching out for Summer internships. You might want free labor. But…

Are your unpaid internships legal?

Your interns may be eligible for benefits regardless of their pay status. Each state has different regulations. If you are not up to speed on the laws surrounding internships, we highly encourage you to pay the interns minimum wage. (In MA, this is $11.00 per hour) and to limit the number of hours they work.

Do you know the legal tests?

The Department of Labor (DOL) has a six-factor test to follow when determining unpaid internship criteria:

The internship, even though it includes actual operation of the facilities of the employer, is similar to training which would be given in an educational environment;

The internship experience is for the benefit of the intern;

The intern does not displace regular employees, but works under close supervision of existing staff;

The employer that provides the training derives no immediate advantage from the activities of the intern, and on occasion, its operations may actually be impeded;

The intern is not necessarily entitled to a job at the conclusion of the internship; and

The employer and the intern understand that the intern is not entitled to wages for the time spent in the internship.

If all of the factors listed above are met, an employment relationship does not exist under the FLSA, and the Act’s minimum wage and overtime provisions do not apply to the intern. This exclusion from the definition of employment is necessarily quite narrow because the FLSA’s definition of “employ” is very broad. Some of the most commonly discussed factors for “for-profit” private sector internship programs are considered below.

The goal is to avoid classifying interns as free labor when the work and conditions under which they work is performed is no different than an actual employee.

This law may be outdated, but the Primary Beneficiary Test is under scrutiny and appeal by the U.S. circuit courts. Under this test, a business can gain some of the benefits from the intern, as long as the intern remains the primary beneficiary of the opportunity.

The test evaluates a set of flexible, nonexhaustive options, such as:

The intern and the employer understand that there is no expectation of compensation during the internship and not guarantee of a job after the internship is complete.

The internship provides similar training to that given in a classroom or clinical training.

The internship is tied the intern’s formal education through integrated coursework and the intern receives academic credits.

The internship is aligned with the academic calendar.

The intern’s work complements, rather than displaces, paid employee’s work and provides significant educational benefits to the intern.

The DOL test is still in use in many states with the exceptions of Connecticut, New York, and Vermont which are int eh 2nd Circuit and Alabama, Florida, and Georgia which are in the district courts of the 11th circuit.

If your business is considering putting unpaid interns on board, this internship is subject to scrutiny by the DOL and should be coordinated with or approved by a school that offers academic credits. Association with a school or providing college credit doesn’t make the internships legal.

Steps you can take to establish an unpaid internship:,

Create a formal internship with start and stop dates

Keep a record of all hours worked

Be sure the internship is not a replacement for paid employee work

Set up a program for the training and supervision of the intern

Let the interns know in your job posting that you prefer candidates who will receive credits

Send an offer letter to the intern; include details that it is an unpaid internship and that you do not guarantee a job upon completion

We have successfully followed this practice over several Summers for Dube Consulting. We can attest to the effectiveness and the quality of the candidates you will receive. If you have additional questions, please reach out to us.

]]>https://dubeconsulting.com/are-your-unpaid-internships-legal/feed/0https://dubeconsulting.com/are-your-unpaid-internships-legal/5 Steps to Boost Your Retention Effortshttp://feedproxy.google.com/~r/DubeConsulting/~3/6eGLvdhkn4c/
https://dubeconsulting.com/5-steps-boost-retention-efforts/#respondSun, 02 Apr 2017 14:53:59 +0000https://dubeconsulting.com/?p=2234To boost your retention efforts, it is important to think about the job from the employees’ viewpoint. Everyone is different, but assuming that all employees are being paid well or treated with respect and dignity is not the case across all business. When were they last time you told an employee that you appreciated their hard […]

To boost your retention efforts, it is important to think about the job from the employees’ viewpoint. Everyone is different, but assuming that all employees are being paid well or treated with respect and dignity is not the case across all business.

When were they last time you told an employee that you appreciated their hard work? Was it enough just to tell them or did you reward them in some way?

One of your best employees resigns for no apparent reason. What happened you ask? Your best employee left for a reason. They did not feel satisfied with compensation or feel appreciated for cost savings measures or extra effort. Replacing them will take 4-6 weeks and sometimes longer for a Manager/Supervisor.

To replace a top performer you should boost your retention efforts!

Here are five steps you can take to prevent them from walking out the door.

Talk with your employee about what would enhance their job satisfaction. Listen as they explain to you their needs and concerns. To retain this employee address pay, benefits, company culture and standing in the community.

Offer promotions and/or succession planning so that your employees can see a career path to the next level. Trying giving employees a chance to earn new skills and experience through cross-training efforts.

Provide insight on how the employee makes a difference for your business. When an employee understands how they contribute to the organization and what the impact of their efforts make for the business, they are more likely to feel connected.

Stay current on compensation trends for your industry and labor market. If you are limited by funds, use other rewards or perks that will show the employee they are appreciated. Money isn’t everything – a gift card can go a very long ways!

Allow employees balance between their work and their family life. Rotate schedules or allow employees to work virtually if possible. Every employee appreciates a little consideration when it comes to balancing their life with their work.

Skilled employees are in high-demand.

Don’t let your skilled-employee walk out the door. Develop an effective retention strategy. Contact Human Resources for assistance with training and support from the inception of the employees’ onboarding. The employee will feel valued and this process will boost your retention efforts.

When the economy is good, managers feel the brunt of it with rising attrition rates. The Deloitte Human Capital Trends Report found that 78% of today’s business leaders rate employee engagement and retention as one of their top concerns. It’s no surprise.

]]>https://dubeconsulting.com/5-steps-boost-retention-efforts/feed/0https://dubeconsulting.com/5-steps-boost-retention-efforts/10 Tips to Find the Right Employeehttp://feedproxy.google.com/~r/DubeConsulting/~3/3zQYPi7mD8M/
https://dubeconsulting.com/10-tips-to-find-the-right-employee/#commentsWed, 15 Feb 2017 20:35:06 +0000http://dubeconsulting.com/?p=2195 10 Tips to Find the Right Employee Where can I find the right employee? As an experienced Human Resource Consultant, I can find the right employee. I have sourced, recruited, interviewed and hired for many companies, large and small. I have also conducted numerous retained searches. There is no one method to find the right […]

10 Tips to Find the Right Employee

Where can I find the right employee? As an experienced Human Resource Consultant, I can find the right employee. I have sourced, recruited, interviewed and hired for many companies, large and small. I have also conducted numerous retained searches.

There is no one method to find the right employees. Understanding the process and implementing essentials is key. Remember, timing is everything!

I work with small businesses who struggle with this concept. Several factors make it difficult to find the right employee. They include:

How to define the type of candidates?

How much should the candidate be paid? Do you have a salary/compensation plan with benchmarks?

Do you understand the current labor market?

Can you write a job description and/or job posting to attract the right employees?

How much experience is required? Are you willing to train?

Where will you begin to post the job?

How much of a budget do you have for advertising?

How should candidates apply and what should you do?

Did you validate candidate’s information as accurate?

What questions will you ask in the interview? Are they behavioral?

Let’s begin with this:

1) Types of candidates — Consider the following Full-Time, Part-Time, Independent Contractor, Temporary, Per Diem. When you want to hire a new employee, it is your responsibility to think about these factors. Ask yourself, what processes and resources are in place to make this happen? How long will you need this person to work for you? What kind of person will be the right fit for your business? Sometimes fit can be the most important factor of all.

2)Pay is always a big factor when hiring an employee. There are pros and cons to putting someone on your payroll. Consider factors like unemployment in your labor market, where do these quality candidates turn too, when they need work? Determining what to pay requires benchmarking the position against the labor market, the type of job, the amount of experience and what others in your organization are paid.

3) Labor market area includes the geographic area as wall as the condition which is currently taking place. For example, You are looking for a VP of Operation, but you have unrealistic goals to find the ideal candidate in the local area. Knowing where your candidates reside and what the rate of the unemployment rate is, in their labor market area really4) To figure out what is the right situation for your needs you should create a job description which is different from a job posting. Once you have decided on the essential duties of the job, you must consider the working conditions, the education requirements, the attribute the candidate must bring to your organization. How will this candidate impact your organization? Will they use any expensive equipment or be responsible for managing money or employees?How will you know who will be the right fit? Benchmarking your ideal employee and determining why they are ideal will help you to make the right decision. There are tools available to aid you in this process.

5) Does your search for finding the right employees include training? Will this training be formal from a college or university requiring a degree? Are you able to train the employee on-the-job? Will you incur added expenses for training?

6)Are you familiar with job sites such as Indeed, Monster, Glass Door, Simply Hired, LinkedIn and more? Will you be using social media to find the right employee? Do you have a dedicated website posting?

7) Whether you have a large advertising budget or none at all, you need to find the right employees. Ads cost a lot of money and vary from site to site. No longer can you put an add in the newspaper and expect the right employee to walk through your door. Set realistic expectations and be prepared to spend $ to find the right employee.

8) Your candidate may apply online through a job site portal or directly to a dedicated email or call you or just walk-in. It is important to make a decision how you want the right employee to find you. When they do, give them direction on how to apply. Perhaps requesting a cover letter with additional information, or setting up prescreening questions online can help.

9)When I talk about validating an employees information I am suggesting that all candidates are not created equal. Often they fabricate a job title, change an end date or list a degree which they cannot prove. I highly recommend you look for variables between the resume and the job application. Don’t be afraid to ask for proof! If the candidate is right for you, they will jump through hoops to accommodate you.

10) Finally, I suggest you ask the same questions of all candidate for each particular job. This way you can easily evaluate apples to apples. If you ask a variety of questions, you may be evaluating apples to oranges. Determine your questions ahead of time and record responses. Compare notes with other interviewers. Ask questions which are behavioral. For a list of behavioral questions, please contact me. Recruiting should be an accurate process. Remember the laws and do not ask anything that relates to a personal nature.

In conclusion, don’t be afraid to ask for help! You may run a million dollar business or just ready to hire your first employee. Admit you don’t know all the laws by heart, or all the right questions to ask. Perhaps you are not a marketing guru. Using a resource to help find the right employee is never a mistake. Let me hear from you.

]]>https://dubeconsulting.com/10-tips-to-find-the-right-employee/feed/2https://dubeconsulting.com/10-tips-to-find-the-right-employee/5 Tips for Handling Employee Problemshttp://feedproxy.google.com/~r/DubeConsulting/~3/4TzlWJlYe1w/
https://dubeconsulting.com/5-tips-handling-employee-problems/#respondMon, 09 Jan 2017 15:00:56 +0000http://dubeconsulting.com/?p=2189It’s happening again! You are faced with employee problems, in the workplace. The problem is effecting your business operations and can not be ignored. The problem will affect other employees and disrupt work from being completed. So it’s your job to address this problem – You must be the owner, manager or supervisor. What should you do? […]

]]>It’s happening again! You are faced with employee problems, in the workplace. The problem is effecting your business operations and can not be ignored. The problem will affect other employees and disrupt work from being completed.

Office chaos

So it’s your job to address this problem – You must be the owner, manager or supervisor. What should you do? I recommend the following 5 tips for handling employee problems:

Don’t ignore the problem. Most people don’t like to deal with conflict, but allowing a problem to fester will effect morale and productivity. You need to speak to the employee immediately as the problem becomes evident. No, its not fun, but ignoring it can affect your business, other employees and even your customers.

Don’t make it personal. I recommend you use the “I” pronoun instead of blaming with the “you.” Say something like, I understand this is not a typical job function. Today, I need you to pitch in and help the team. I know the workload is demanding, but it is temporary and I need you to step up to the plate.

Don’t Assume. We all know that the word assume means to make an “ass of you and me.” Don’t take things for granted. Begin a conversation with the problem employee behind closed doors. It is very important to understand what internal or external factors caused this problem. Hear the employee out completely! Provide resources or counsel to alleviate the conflict. Follow up on this action until the problem goes away.

Make sure you are professional. This is your business. The problem employee is here to do a job. Offer counsel in a constructive manner. Sometimes a manager must be harsh. You are not there to make friends, but to run a business.

Suggest Improvements. Expect confrontations in the workplace. Everyone will not get along all the time. It is your job to guide, teach and train employees to mind there P’s and Q’s and perform the job they were hired to do. If the employee fails to heed your counsel, it is time to take corrective action. This may be a verbal, written warning, suspension or termination. Constructive suggestions, monitoring actions and addressing these problems immediately will help your business thrive.

If you still have trouble managing an employee problem – seek professional help from Human Resources. Performance and misconduct issues often require corrective action. A well trained manager or an HR professional can and will guide you through this process in the most efficient manner.

]]>https://dubeconsulting.com/5-tips-handling-employee-problems/feed/0https://dubeconsulting.com/5-tips-handling-employee-problems/MINIMIZE LIABILITY — ENJOY YOUR HOLIDAY PARTIES!http://feedproxy.google.com/~r/DubeConsulting/~3/fbzEfkHW8a4/
https://dubeconsulting.com/minimize-liability/#respondThu, 01 Dec 2016 15:01:05 +0000http://dubeconsulting.com/?p=1811MINIMIZE LIABILITY FOR YOUR HOLIDAY PARTIES! MINIMIZE LIABILITY — ARE YOU AT RISK? Minimize Liability — Will you be civilly liable for negligent acts taking place within the scope of employment? Minimize Liability — Will you be confronted with a harassment, discrimination, or retaliation violations? Minimize Liability — As a small business owner you […]

WE SUGGEST THE FOLLOWING WHEN PRE-PLANNING YOUR PARTIES:

Limit the length of the party and close the bar one hour before the party ends;

Remind employee’s to drink responsibly!

Provide food and entertainment to take the focus off drinking;

Host the party off-site where a professional bartender is trained to limit harm and liability.

Make sure underage guests are easily identified to prevent service.

Approximately 33% of employers report misconduct at holiday parties.

Often this misconduct presents itself in the form or an off-colored joke, vulgar language, sexual advances, arguments with co-workers or fights. With proper pre-planning and education you can contain these issues and reduce possible misconduct at holiday parties. If everyone follows these suggestions outlined above you can minimize liability and have an enjoyable holiday party.

Are you are faced with a dilemma? Are your policies up to date? Do you need assistance? Dube Consulting is available to assist you with training, employee handbooks, or claims of misconduct. Contact us with your questions. We will guide you through the necessary steps to minimize liability.

]]>https://dubeconsulting.com/minimize-liability/feed/0https://dubeconsulting.com/minimize-liability/Overtime Regulations & Compliancehttp://feedproxy.google.com/~r/DubeConsulting/~3/99RWSqz_ENk/
https://dubeconsulting.com/2149-2/#respondSun, 09 Oct 2016 15:39:57 +0000http://dubeconsulting.com/?p=2149Overtime regulations remain a mystery to so many business owners. Determining who’s in, who’s out by exemptions and pay rate requires a lot more than guesswork to control the major impact on your business and labor costs. Most companies affected by these changes will make significantly more workers eligible for overtime. On May 18, 2016, the United […]

Overtime regulations remain a mystery to so many business owners. Determining who’s in, who’s out by exemptions and pay rate requires a lot more than guesswork to control the major impact on your business and labor costs. Most companies affected by these changes will make significantly more workers eligible for overtime.

On May 18, 2016, the United States Department of Labor (DOL) published details regarding changes to the Fair Labor Standards Act (FLSA) overtime rules and organizations were given until December 1, 2016 to comply.

The changes to overtime regulations will make an additional 4.2 million workers or more eligible for overtime.

Overtime Regulations — Salary Test Thresholds

The job duties component of overtime eligibility will remain the same, but the thresholds for the salary tests have changed significantly. White-collar exemptions will go from $455 per week, or $23,660 per year under the 2004 overtime rule, to $913 per week, or $47,476 per year, effective December 1, 2016.

White Collar Exemptions

Old Salary Thresholds

New Salary Thresholds

$455 / week

$913 per week

$23,660 per year

$47,476 per year

Exempt employees are determined by their duties, salary level, and how they are paid that salary. To qualify for certain exemptions from the FLSA minimum wage and overtime requirements under the new rules (and as of December 1), employees must:

Be employed in an executive, administrative, or professional capacity, or in the capacity of outside salesperson

Earn more than $913 per week (or $47,476 annually)

Be paid on a salary basis

The final rule did not modify the duties component of the exemptions, but the standard salary level threshold was reduced from the proposed $50,440.

The salary threshold for overtime exemptions was set at the 40th percentile, or $47,476 per year ($913 per week). This is an increase from $23,660 per year ($455 per week).The new rule also allows employers to use non-discretionary bonuses and incentive payments to satisfy up to 10% of the salary in the standard salary test. That is an amount equal to $91.30 per week or $4,747.60 per year.

Also, there has been an increase in the highly compensated employee (HCE) exemption threshold to the 90th percentile of annual earnings for full-time salaried workers. Currently, employees who perform certain duties and earn more than $100,000 annually are exempt. The proposal increases the annual compensation level to $134,004 per year.

Under the new overtime regulation, the DOL also established automatic increases every three years to the two salary thresholds, beginning January 1, 2020.

What Does It Mean?

This means that organizations will have to develop “best practices” in this area – especially since many businesses already struggle with overtime eligibility, as well as overtime costs. The rule affects wage and hour compliance, for numerous businesses, and significantly impacts labor costs.

Assess the potential impact of these changes to your business, and make plans to improve and manage overtime.

Areas of your business that will be affected include:

Employee classification

Time-tracking

Employee scheduling

Compliance reporting

Payroll

Work Policies (such as time tracking, mobile devices, etc.)

Clarify wage and hour compliance to help minimize the chances of facing costly complaints and penalties.

Listen to Nancy explain these changes on the radio show Financial Focus.